Mr. Barnard has made a masterly contribution in his realistic treatment of such topics as informal organization, incentives, and the moral aspects of leadership.
--Harvard Business Review

From the ranks of the country's leading executives comes a major contribution to the understanding of our society... The author presents an analysis of the nature of business organizations and the functions of executives in them. He has been able to stand apart from the minutiae 0f his everyday experiences and to view them as part of the orderly functioning of the organization as a whole ... The work has important implications, for it points the 'way to the development of more effective co-operative systems and at the same time to the developiiient and communication of the executive techniques essential to such systems.
--The American Journal of Sociology

One of the contemporary classics on administration. It has contributed a great deal to organization theory. Often quoted, it is a basic work by a successful executive.
--Business Management

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A classic since its publication in 1954, The Practice of Management was the first book to look at management as a whole and being a manager as a separate responsibility. The Practice of Management created the discipline of modern management practices. Readable, fundamental, and basic, it remains an essential book for students, aspiring managers, and seasoned professionals.
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管理的实践(珍藏版)

This is a fully updated and revised tenth edition of this classic, best selling textbook. It remains the primary text for all students studying HRM - both undergraduate and postgraduate, as well as for students of the Chartered Institute of Personnel and Development (CIPD) diploma. The handbook also continues to be an essential reference source for all managers concerned with personnel and HRM issues. This new edition of "A Handbook of Human Resource Management Practice" contains a number of significant additions and revisions, including substantial revisions to seventeen chapters and new chapters on: Human Capital Management, the Role of the Front Line Manager; HR Strategies; Developing and Implementing HR Strategies; and Learning and Development. The new edition also contains updated material based on recent developments in HRM policy and practice and a wide range of surveys and research projects conducted by professional associations and research bodies.

Clayton M. Christensen and Michael E. Raynor reveals that innovation is not as unpredictable as most managers have come to believe. A f ollow-up to the worldwide bestseller, "The Innovator's Dilemma, this groundbreaking book shows managers how to tailor their strategies to the changing circumstances of a dynamic world.

Rework shows you a better, faster, easier way to succeed in business.
Most business books give you the same old advice: Write a business plan, study the competition, seek investors, yadda yadda. If you're looking for a book like that, put this one back on the shelf.
Read it and you'll know why plans are actually harmful, why you don't need outside investors, and why you're better off ignoring the competition. The truth is, you need less than you think. You don't need to be a workaholic. You don't need to staff up. You don't need to waste time on paperwork or meetings. You don't even need an office. Those are all just excuses.
What you really need to do is stop talking and start working. This book shows you the way. You'll learn how to be more productive, how to get exposure without breaking the bank, and tons more counterintuitive ideas that will inspire and provoke you.
With its straightforward language and easy-is-better approach, Rework is the perfect playbook for anyone who’s ever dreamed of doing it on their own. Hardcore entrepreneurs, small-business owners, people stuck in day jobs they hate, victims of "downsizing," and artists who don’t want to starve anymore will all find valuable guidance in these pages.

This Clay Christensen's groundbreaking bestselling work in education is now updated and expanded, including a new chapter on Christensen's seminal 'Jobs to Be Done' theory applied to education. "Provocatively titled, "Disrupting Class" is just what America's K-12 education system needs - a well thought-through proposal for using technology to better serve students and bring our schools into the 21st Century. Unlike so many education 'reforms', this is not small-bore stuff. For that reason alone, it's likely to be resisted by defenders of the status quo, even though it's necessary and right for our kids. We owe it to them to make sure this book isn't merely a terrific read; it must become a blueprint for educational transformation". (Joel Klein, Chancellor of the New York City Department of Education). "A brilliant teacher, Christensen brings clarity to a muddled and chaotic world of education". (Jim Collins, bestselling author of "Good to Great"). "Just as iTunes revolutionized the music industry, technology has the potential to transform education in America so that every one of the nation's 50 million students receives a high quality education. "Disrupting Class" is a must-read, as it shows us how we can blaze that trail toward transformation". (Jeb Bush, former Governor of Florida). According to recent studies in neuroscience, the way we learn doesn't always match up with the way we are taught. If we hope to stay competitive - academically, economically, and technologically - we need to rethink our understanding of intelligence, reevaluate our educational system, and reinvigorate our commitment to learning. In other words, we need 'disruptive innovation'. Now, in his long-awaited new book, Clayton M. Christensen and coauthors Michael B. Horn and Curtis W. Johnson take one of the most important issues of our time - education - and apply Christensen's now-famous theories of 'disruptive' change using a wide range of real-life examples. Whether you're a school administrator, government official, business leader, parent, teacher, or entrepreneur, you'll discover surprising new ideas, outside-the-box strategies, and straight-A success stories. You'll learn how: customized learning will help many more students succeed in school; student-centric classrooms will increase the demand for new technology; computers must be disruptively deployed to every student; and, disruptive innovation can circumvent roadblocks that have prevented other attempts at school reform. We can compete in the global classroom - and get ahead in the global market. Filled with fascinating case studies, scientific findings, and unprecedented insights on how innovation must be managed, "Disrupting Class" will open your eyes to new possibilities, unlock hidden potential, and get you to think differently. Professor Christensen and his coauthors provide a bold new lesson in innovation that will help you make the grade for years to come. The future is now. Class is in session.

以单纯的统计数据解读全球迫近眼前的难题。
*2010年日本国民平均年龄为45岁，2055年人口高峰预估是85岁。要做日本人的生意，除非是墓碑或殡葬服务业，否则真的找不到成长产业？
*日本65岁投票率65%，而25岁投票率25%，因此政治家很难祭出对年轻人有利政策？相反地，只要端出高龄族群有利政策，该政党一定能在选战中赢得胜利？
*退休后近八成的人希望继续工作，其中55%还没找到工作，但都很想找到工作第二春？
*荷兰和德国失业率曾高达20%，五人当中有一人失业，推动工作分享就能解决问题？
*美国人资产在55岁达到高峰，意大利人死的时候存款刚好是零，日本人努力存钱，去世那一瞬间最富有，所以才有不景气的问题？

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The market for business knowledge is booming, as companies looking to improve their performance pour billions of dollars into training programs, consultants, and executive education.Why, then, are there so many gaps between what firms know they should do and what they actually do?Why do so many companies fail to implement the experience and insight they've worked so hard to acquire? The Knowing-Doing Gap is the first book to confront the challenge of turning knowledge about how to improve performance into actions that produce measurable results. Jeffrey Pfeffer and Robert Sutton, well-known authors and teachers, identify the causes of the knowing-doing gap and explain how to close it.The message is clear-firms that turn knowledge into action avoid the "smart talk trap."Executives must use plans, analysis, meetings, and presentations to inspire deeds, not as substitutes for action.Companies that act on their knowledge also eliminate fear, abolish destructive internal competition, measure what matters, and promote leaders who understand the work people do in their firms.The authors use examples from dozens of firms that show how some overcome the knowing-doing gap, why others try but fail, and how still others avoid the gap in the first place. The Knowing-Doing Gap is sure to resonate with executives everywhere who struggle daily to make their firms both know and do what they know.It is a refreshingly candid, useful, and realistic guide for improving performance in today's business.
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工作最怕光说不练

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Strategy Safari, the international bestseller on strategy by leading management thinker Henry Mintzberg and his colleagues Bruce Ahlstrand and Joseph Lampel, is widely considered a classic work in the field. No other book synthesizes the entire history and evolution of strategic management in so lively and entertaining a fashion. Since the initial publication of Strategy Safari, managers, consultants, and academics all over the world have found this book an indispensable and delightful tool -- it has been translated into more than ten languages, including Chinese, Russian, and French, and has been used in top MBA programs worldwide. Strategy Safari makes sense of a field that often seems to make no sense. Mintzberg, Ahlstrand, and Lampel pair their sweeping vision of strategy making with an authoritative catalog in which they identify ten schools of strategy that have emerged over the past four decades. Why struggle through the vast, confusing terrain of strategy formation? With clarity and depth, Strategy Safari maps the strategic landscape and facilitates intelligent, informed strategy formation.

Constantinos Markides contends that the essence of business strategy is to allow a company to create and exploit a unique strategic position in its industry. To do so, the company must make clear and explicit choices based on the answers to three difficult questions: Who should I target as customers? What products or services should I offer them? How should I do this in an efficient way? Any company engaged in strategy making must raise these questions, identify possible answers, and then choose what to do and what not to do. The objective should be to come up with ideas that differentiate the firm from its competitors - and thus stake out a unique strategic position. In "All the Right Moves", a highly practical handbook on the fundamentals of strategy, Markides helps managers zero in on the critical choices that lie at the heart of all innovative strategies. More important, Markides argues that even the best of strategies have a limited life. It is not enough to develop a unique strategic position or to improve the existing one. Companies must continually create and colonize new strategic positions, a difficult if not impossible task for many established firms. Markides explains how to overcome the obstacles to innovation so that even well-established companies can innovate by breaking the rules of the game. "All the Right Moves" reveals how creative thinking leads to strategic innovation - the 'breakthroughs' that separate winning strategists from also-rans. Markides approaches strategic thinking as a creative process in which examining an issue from a variety of angles often proves more productive than merely gathering data, and experimenting with new ideas can be more effective than conducting much scientific analysis. He poses key questions for readers to ask as he guides them through a step-by-step framework for developing their strategic thinking skills. In a refreshingly clear and practical approach, "All the Right Moves" offers concrete advice for thinking through the tough choices that all business strategists must face. It distills the important elements of strategy into an easy-to-follow system for crafting today's -and tomorrow's- breakthrough business strategies.